5.4C. SR 07-22-2002 - Laserfiche WebLink

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City Council City Manager City of Blaine Organizational Chart , Public Services 1 / PubEcWorks, l--~--~, Engineering / Parks & ~ Bull. ding Recreation [~1 inspection Planning Support Services , 5afetyServices I I, Finance City Cterk Human Resources f Information Services , Communications Police ~ [ Fire Department -- l,, , Department Il Code ~ 1, Enf°rcement l,t clarifying roles, establish mechanisms to resolve any operational uncertainties and ensure that there is no disruption in services provided to citizens. In cooperation with the City Manager, the Public Services Manager must be a proactive advocate for the new structu,'e, establish ongoing communication efforts, both internally and externally, to ensure a seamless transition to the new organizational structure. Redesign of information brochures, process descriptions, accountability charts, etc. that allows the general public and employees to quickly understand duties and responsibilities and scope of authority for key personnel is essential. Broad use of a variety of communications formats (cable TV, websites, informational meetings, instruction pamphlets, public speeches, etc.) will require the new Manager to extend their con~mumcations efforts and minimize any potentially adverse side effects of creating a new structure. Capital Programs Several major capital improvement programs and facilities construction projects are expected to consume major blocks of time for the new Manager. Construction of the new City Hall/police office building, adjacent to the Anoka County-Blaine Airport has commenced and is scheduled for completion in late 2001. This $14.5 million project must be closely managed to ensure minimal cost increases (if any) and closely adhere to the scheduled timelines. The new Manager will arrive at a critical stage of the project and must quickly familiarize himself/herself with the scope of work, cost factors and quality of work. At the same time, demolition and redevelopment of the current City Hall site must be undertaken without disruption of activities at the Senior Center, which is situated nearby. Disposal, sales or redevelopment options must be closely examined and controlled by the new Public Services Manager. In the recent election, a $3.5 million bond issue for open space preservation was passed. Construction of three new parks, as well as expansion of four new ballfields at the Baseball Complex are underway. The Public Services Manager will preside over the RFP process, contractor selection and have project managernent responsibilities (to delegate or define) for all projects. Timely commitment of funds, the establishment of realistic project timelines and assistance of these projects along with the appropriate division managers will help establish the new Manager as a reliable, credible presence in the community. Road widening, resurfacing and related infrastructure irnprovement projects in support of industrial/commercial expansion adjacent to the airport, new City Hall and in expanding neighborhoods of the northeast corridor of the City will require close coordination among the Public Services management team and the need for increased communications with affected neighborhoods and citizens. The new Manager must quickly become familiar with the numerous studies, projects and plans affecting this portion of the community to ensure that the extensive development/ growth related activity does not materially disrupt the quality-of-life, services and responsiveness of municipal governmeht to the detriment of the citizens of Blaine. Visioning Process Over 15+ years have passed since the last comprehensive review or community- visioning process was conducted in Blaine.